Once you have hired good employees, the next step that successful people managers take is to develop the full potential of their employees. Performance management is a process that helps managers achieve the goal of getting the best from their employees.
In this third course in the Human Resources for People Managers specialization, we will discuss the skills and key processes you will need to develop your employees to attain department and organizational goals. These skills will include setting clear expectations, providing positive and corrective feedback, and delivering an effective performance appraisal.

NS

It's a great course for people who are newcomers in employee performance management. And for those who seek to have better career with this knowledge, I think this could advantage them.

YY

Mar 18, 2018

Filled StarFilled StarFilled StarFilled StarFilled Star

One of the best HR-related courses I've ever taken. So many valuable insights that are presented as a system to provide big picture of the performance management in organizations.

À partir de la leçon

IMPLEMENTING PERFORMANCE MANAGEMENT SYSTEMS

In this module we will begin to put structure around performance management. We will discuss the difference between results and behavior and how to describe and identify performance objectives and standards. You will also learn how to identify employee skills and how you can use this to develop performance standards. Finally, you will learn about three ways to measure results and behaviors and the different benefits and limitations each approach offers.

Enseigné par

Larry Bourgerie

Senior Lecturer

Transcription

Think about somebody you know who's really effective. Are they good at their job because they just know how to do the tasks needed to do their job, or do they extend beyond that? Do they go the extra mile, and do they have skills and talents beyond that? Let me give you a couple examples of people who have done this. And I think you might recognize them and their successes. The first one is Bob Dylan, singer/songwriter from Minnesota. His transferable skills, the skills that he uses, are risk-taking and his creativity. Bob's career started in folk, went into rock music, ended up doing a number of genres throughout his career. He's appeared in films and he's also, most recently, got into iron working, working with his hands. All this is creativity and risk-taking on his part. He's not afraid to do something a little different. The next example I'd like to think about is the CEO of PepsiCo, Indra Nooyi. Her skills are leadership and strategy. Her career started with Johnson & Johnson as a project manager. She is now CEO of Pepsi. What got her there is not being a good project manager. What got her in her career was being strategy and leadership. And those skills, they were recognized by the organization, and used to help her grow and develop. These are called transferable skills. In this module, after you see this video, you should be able to differentiate between task performance and contextual performance, which is part of the transferable skills. You should also be able to give some examples of transferable skills, perhaps that you have and others. So let's look at these and define them. Task performance is defined as job-specific, it's role prescribed, and they look at your abilities and skills. This is what you need to do your job day in and day out, and do it effectively. This is very important when looking at performance management and assessment. I want you to do a good job at your current job. In fact, that's the main part of your job day in and day out. But as performance management, as a manager, I look at the contextual performance and those transferable skills we just talked about. These are not role-prescribed. These tend to be a little bit more about personality and go beyond your work role. These are the things that allow you to grow and develop. So, when you look at performance and developing people, look for the Bob Dylans. Look for the Indra Nooyis. Look for people who go that extra mile and have something special. And the employees that have that, use that for development. So, for example, if you notice that I have particularly good interpersonal skills, maybe you want to look at a job that really leverages that. And when you're doing my performance assessments, how do you leverage that and look for opportunities for me to grow using those transferable skills? Taking me beyond the job. Because we've talked about before, performance management is about growing your employees, growing their skills. Transferable skills are one key to doing that. Let me give you a couple of examples. Customer orientation. If I have a strong customer orientation, maybe I'm a receptionist and you've noticed how great I am with people walking in the front door, that can be something you can use to develop me as an employee. Perhaps there's other areas that I can grow into, perhaps there's marketing, perhaps there's sales, anything that has a customer orientation. Perhaps team work, I excel in team work. Make sure that you leverage that and put me in positions where I can use that ability and skill. Could be attitude, this expands everything. But people with positive attitudes tend to grow. And on the negative side, if I have a not so good attitude, you might want to not put me in positions with customers. So, really looking at what my skills and abilities are, and helping to develop me as an employee by doing that. Let me just summarize this module with a couple of points. You look at the performer, the individual and their individual traits. What do they bring to the organization when you're assessing them? You look at the context. What transferable skills do they have? What do they operate in? Who do they operate with? You look at that they engage in certain behaviors, we've talked about behaviors, exhibiting that. You put that together and they produce results, and they can be wonderful results. You'll see here we've pulled a rabbit out of a hat, sometimes it seems like we do that when we're performing. But the key point on this is it takes good individual traits, it takes good transferable skills, good behaviors, and that's what leads to results. You need to be thinking about all those when assessing performance.